T H I N C Transformation Technology New Capabilities Human Implications Necessary Changes Technology New Capabilities

Transformation: BIG DATA Data sets that are so big and complex that traditional data-processing application software are inadequate to deal with them. Now, extremely large data sets may be analyzed computationally to reveal patterns, trends, and associations, especially relating to human behavior and interactions. Initially, there were three concepts associated with big data: volume, variety, velocity. Now two additional critical concepts have been added: veracity and value.

Human Implications: Key Components: Data Capture Data Storage Data Analysis Search Sharing Transfer WE CAN COLLECT, ANALYZE AND ACT ON (AT THE AGGREGATE AND INDIVIDUAL LEVELS) MASSIVE AMOUNTS OF DATA Visualization Querying Updating Information Privacy Data Sources

But…… As a literal definition, HR does not actually have big data, or more precisely, almost never does. Most companies have thousands of employees, not millions, and the observations on those employees are still for the most part annual. In a company of this size, there is almost no reason for HR to use the special software and tools associated with big data. For most companies, the challenge in HR is simply to use data at all. Peter Capelli, George W. Taylor Professor of Management at the Wharton School and a director of its Center for Human Resources.

New focus for the talent development function New Capabilities Measures Predictive Analytics Risk Analysis New focus for the talent development function

Measures CTDO: Measurement of Impact

Measurement questions for discussion How is your measurement strategy defined? Strategy What are your 1-3 key L&D metrics? Metrics Do you build or buy SME in measurement? Expertise What tools do you use and are they built or bought? Tools How do you format your stories, and who are the audiences? Impact Stories Using Kirkpatrick’s model, which levels are in use? Model

Maria

Maria

Maria

Tim

Tim

Expert Product Program for Sales Consultants Impact Study Division: Northeast CU Leads: Deborah Capobianco Study Period: January 2017 – July 2017 Division: Northeast CU Leads: Deborah Capobianco Study Period: January 2017 – July 2017 Program Overview The Expert Product Program is a three-day, hands-on immersive product experience in the lab environment followed by intensive practice of sales positioning of Comcast’s suite of products. Hypotheses Key metrics will improve for sales consultants who complete the Expert Product Program Employees will have enhanced knowledge and improved skills in selling and positioning Comcast’s suite of products Methodology Retail Sales Consultants were placed into a three-day, hands-on, immersive learning experience that allowed them to: Gain a greater understanding of our suite of products Understand how to position the products creating a better customer experience in our retail stores The following metrics will be measured: Revenue Generating Units (RGU) Rep Satisfaction Scores Conversion Rates All five regions in the NED were included in this training. Program Overview The Expert Product Program is a three-day, hands-on immersive product experience in the lab environment followed by intensive practice of sales positioning of Comcast’s suite of products. Hypotheses Key metrics will improve for sales consultants who complete the Expert Product Program Employees will have enhanced knowledge and improved skills in selling and positioning Comcast’s suite of products Methodology Retail Sales Consultants were placed into a three-day, hands-on, immersive learning experience that allowed them to: Gain a greater understanding of our suite of products Understand how to position the products creating a better customer experience in our retail stores The following metrics will be measured: Revenue Generating Units (RGU) Rep Satisfaction Scores Conversion Rates All five regions in the NED were included in this training. Data Collection Partnered with Retail Sales leaders to identify metrics to be measured and then worked with their Analyst to identify the results Findings Data analysis/findings on next slide Data Collection Partnered with Retail Sales leaders to identify metrics to be measured and then worked with their Analyst to identify the results Findings Data analysis/findings on next slide Recommendations Expand training to all sales channels (XSP Expert Training is underway) Leverage Sales Consultants who recently completed the Expert Program to host huddles to enhance the product knowledge of other Sales Consultants (non-participants) Create opportunities for Sales Consultants who completed the Expert Program to assist new hire Sales Consultants with product knowledge and positioning to enhance ramp to proficiency Recommendations Expand training to all sales channels (XSP Expert Training is underway) Leverage Sales Consultants who recently completed the Expert Program to host huddles to enhance the product knowledge of other Sales Consultants (non-participants) Create opportunities for Sales Consultants who completed the Expert Program to assist new hire Sales Consultants with product knowledge and positioning to enhance ramp to proficiency Martha Martha

Martha Expert Product Program for Sales Consultants Impact Study Division: Northeast CU Leads: Deborah Capobianco Study Period: January 2017 – July 2017 Expert Product Program for Sales Consultants Impact Study This study represents an average of 175 learners who completed the Expert Product Program. Martha

Martha

Martha

Next steps for the conversation: Measurement of Impact

MORE Measurement questions for discussion What to we think are essential metrics of the future?  (What should we be measuring? If we still believe in 70/20/10, do we measure beyond the 10?) Metrics Can we continue to buy expertise, or do we believe there are critical measurement/analytics skills the TD function must own? Expertise Going forward, what do we believe must be the critical elements of a measurement strategy? Strategy Are there “future tools” that we must utilize (or even create)? Tools As the workplace changes dramatically, must the stories that we tell change? Impact Stories Is the future beyond Kirkpatrick (beyond Phillips L5)?  Or is it something totally different? Model

New Capabilities Measures How To Decide What We Want To Know -and who decides How To Ask For What We Want To Know - and know that we got it How To Discriminate Between Data Sources How To Manage Who Gets To See What Data How To Communicate What The Data Means -and what action it implies Measures

New Capabilities Predictive Analytics Applying PA to HR systems & Processes Integrating with Strategic Planning Scenario Planning Statistics Data Mining Predictive Analytics

Human Implications: For Managers: For Employees: I expect you to personalize everything for me I expect you to stay out of my private information For Managers: I expected you to solve my people problems. Now I expect you to anticipate & PREVENT them. For Employees:

Necessary Changes We must have a practical, purposeful, focused strategy for TD analytics and the means to implement it.

New Capabilities Risk Analysis Identifying what must be protected. Identifying the threats. (By both impact and probability.) Determining what is an acceptable level or risk. (So that controls can be applied.) Testing the adequacy and effectiveness of the controls from an HR perspective. Monitoring the program and periodically repeating the process. Risk Analysis

Necessary Changes Talent development trend and event predictions Employee engagement drivers and tracking Qualification of Leadership success Responsiveness to employees Performance management Employee movement MEASURES MEASUREMENT SYSTEMS DATA GATHERING ANALYSIS SYSTEMS PROCESSES REPORTING How we move to maturity will depend on the plans we put in place, so….